The partners have left the room

Brownisbrown

Brownisbrown

UPS EMPLOYEE
I havent been told if ill be laid off yet. Nobody around me knows who’s gonna get cut unless you have been cut already.

:hangin:

Ive seen some ppl where I work get laid off and they didnt seem too happy.
 
UnionStrong

UnionStrong

Sorry, but I don’t care anymore.
Brownisbrown said:
I havent been told if ill be laid off yet. Nobody around me knows who’s gonna get cut unless you have been cut already.

:hangin:

Ive seen some ppl where I work get laid off and they didnt seem too happy.
Click to expand...
IMG_5556.gif
 
A

anonymous23456

Well-Known Member
"
Having retired a few days ago after 32 years of service in management with UPS, I can confirm the author’s assertions and provide additional color.

I started my career when UPS was privately held and headquartered in Delaware. After the move to Georgia and subsequent public offering in the late 1990’s, senior leadership began to dedicate an increasing amount of time around social causes (exponential) and “new thinking” around poorly conceived ideas that did not appear to be vetted at scale by operations or business development groups, let alone customers. Many of these decisions included layoffs of management from Operations, Business Development and back-office functions which significantly depleted the ranks of skilled and experienced management that was part of the leadership development pipeline.

Historically, senior management started as hourly employees and experienced a series of cross-functional rotations and promotions to develop acumen. This formed a pool of highly capable management with demonstrated competencies from which individuals would be selected to become senior management in the corporate office. Once the folly of these forays were recognized by senior leadership, many positions previously cut were re-staffed. For those UPS veterans, you may remember self-directed work groups (Empowerment) and business development’s project Emerge. The net result was greater penetration of the UPS customer base by competitors and diminished management capability due to the inexperienced management hired and promoted to restore staffing.

It was during this time that the management pipeline undertook a significant change. No longer would senior management start as hourly employees, the new paradigm would limit traditional career pipelines in favor of hiring management off the street into corporate roles. Many young management would rise within their particular vertical with limited or no experience in the Regions and Districts which comprise the UPS organization. The net result, silo walls became thicker as the layer of management became more senior in the organization; good ideas from the Districts never saw the light of day because off the street management had limited ability to apply context to the ideas; Amazon, FedEx, USPS and regional carriers began to flourish.

Prior to the changes cited above, UPS operated under the Jim Casey triad (same as Jack Ma) of “Customer First, Employee Second, Shareholder Third”. One clarification needed is that as a privately held company, management represented nearly 100% of shareholder ownership. The individual considerations cited above created a seismic shift that damaged moral in the company. It was clear to many long time members of management that UPS senior leadership priorities had changed. Now it was “Customer First, Shareholder Second and Employee Third).

The appointment of a former Home Depot CFO as CEO (Carol Tome) has been a mixed blessing. She is reputed within the company as recognizing the need for change, but unfortunately, the change that has been taking place has resulted in a financial focus rather than a customer focus. I would argue that the senior leadership’s decisions have further restructured the triad to a two legged stool; “Shareholder First, Employee Second (Teamster)”; Management and Customer are afterthoughts. First year business students need look no further than General Motors or Sears. Once you stop focusing on the customer, your business may achieve a financial peak as a result of optimizing your current model, but it will ultimately be downsized to a smaller competitor in the market…and lower net revenues will follow.

Nobody should write UPS off at this time. While I believe the company is headed towards a financial maelstrom, financials are good overall and there plenty of working capital to implement changes (that I believe to be very obvious) to stabilize and grow the customer base and restore healthy parcel margins for UPS. But then, what is obvious to some, is not to others…which is especially problematic when the majority of senior leadership no longer has direct operational or customer experience on their resume.

That said, those in my generation were the last bottom up cross functional rotation developed management and only a few of us worked our way up into the corporate offices and have the insights needed to course correct. I don’t know how many of my generation are left in Atlanta, but every day that passes without a customer-centric course correction increases the probability that UPS will experience a financial kick in the teeth like Boeing or a bankruptcy like GM.

The clock is ticking…"
 
oldngray

oldngray

nowhere special
anonymous23456 said:
"
Having retired a few days ago after 32 years of service in management with UPS, I can confirm the author’s assertions and provide additional color.

I started my career when UPS was privately held and headquartered in Delaware. After the move to Georgia and subsequent public offering in the late 1990’s, senior leadership began to dedicate an increasing amount of time around social causes (exponential) and “new thinking” around poorly conceived ideas that did not appear to be vetted at scale by operations or business development groups, let alone customers. Many of these decisions included layoffs of management from Operations, Business Development and back-office functions which significantly depleted the ranks of skilled and experienced management that was part of the leadership development pipeline.

Historically, senior management started as hourly employees and experienced a series of cross-functional rotations and promotions to develop acumen. This formed a pool of highly capable management with demonstrated competencies from which individuals would be selected to become senior management in the corporate office. Once the folly of these forays were recognized by senior leadership, many positions previously cut were re-staffed. For those UPS veterans, you may remember self-directed work groups (Empowerment) and business development’s project Emerge. The net result was greater penetration of the UPS customer base by competitors and diminished management capability due to the inexperienced management hired and promoted to restore staffing.

It was during this time that the management pipeline undertook a significant change. No longer would senior management start as hourly employees, the new paradigm would limit traditional career pipelines in favor of hiring management off the street into corporate roles. Many young management would rise within their particular vertical with limited or no experience in the Regions and Districts which comprise the UPS organization. The net result, silo walls became thicker as the layer of management became more senior in the organization; good ideas from the Districts never saw the light of day because off the street management had limited ability to apply context to the ideas; Amazon, FedEx, USPS and regional carriers began to flourish.

Prior to the changes cited above, UPS operated under the Jim Casey triad (same as Jack Ma) of “Customer First, Employee Second, Shareholder Third”. One clarification needed is that as a privately held company, management represented nearly 100% of shareholder ownership. The individual considerations cited above created a seismic shift that damaged moral in the company. It was clear to many long time members of management that UPS senior leadership priorities had changed. Now it was “Customer First, Shareholder Second and Employee Third).

The appointment of a former Home Depot CFO as CEO (Carol Tome) has been a mixed blessing. She is reputed within the company as recognizing the need for change, but unfortunately, the change that has been taking place has resulted in a financial focus rather than a customer focus. I would argue that the senior leadership’s decisions have further restructured the triad to a two legged stool; “Shareholder First, Employee Second (Teamster)”; Management and Customer are afterthoughts. First year business students need look no further than General Motors or Sears. Once you stop focusing on the customer, your business may achieve a financial peak as a result of optimizing your current model, but it will ultimately be downsized to a smaller competitor in the market…and lower net revenues will follow.

Nobody should write UPS off at this time. While I believe the company is headed towards a financial maelstrom, financials are good overall and there plenty of working capital to implement changes (that I believe to be very obvious) to stabilize and grow the customer base and restore healthy parcel margins for UPS. But then, what is obvious to some, is not to others…which is especially problematic when the majority of senior leadership no longer has direct operational or customer experience on their resume.

That said, those in my generation were the last bottom up cross functional rotation developed management and only a few of us worked our way up into the corporate offices and have the insights needed to course correct. I don’t know how many of my generation are left in Atlanta, but every day that passes without a customer-centric course correction increases the probability that UPS will experience a financial kick in the teeth like Boeing or a bankruptcy like GM.

The clock is ticking…"
Click to expand...
When was UPS headquarters in Delaware? Started in Seatle, moved to Connecticut, then moved to Atlanta.
 
A

anonymous23456

Well-Known Member
oldngray said:
When was UPS headquarters in Delaware? Started in Seatle, moved to Connecticut, then moved to Atlanta.
Click to expand...
Not sure what that guy was saying about headquarters. It was incorporated in Delaware but not having headquarter in Delaware.

United Parcel Service of America, Inc. Delaware
United Parcel Service General Services Co. Delaware
United Parcel Service Co. Delaware
UPS Worldwide Forwarding, Inc. Delaware
United Parcel Service, Inc. Ohio
United Parcel Service, Inc. New York
UPICO Corporation Delaware
UPS Supply Chain Solutions, Inc. Delaware
UPS International, Inc. Delaware
United Parcel Service Deutschland Inc. Delaware

The names of particular subsidiaries are omitted pursuant to Item 601(b)(21)(ii)of Regulation S-K.
 
A

anonymous23456

Well-Known Member
What'dyabringmetoday??? said:
It's called a story. On the internet...
Click to expand...
I guess this guy who wrote that made a good story.

Keith Poveda​


With a rich 33-year tenure with UPS, I've honed my skills as a seasoned relationship builder and trusted advisor, fostering connections with customers, colleagues, and leadership alike. My expertise lies in developing and executing financial and logistics strategies in a broad range of company verticals.

As I transition from UPS in January 2024, I am eager to bring my wealth of experience to a new professional venture. My commitment is to forge partnerships that deliver high value to customers and drive profitable growth for the company I join.

With BS and MIS degrees coupled with a diverse professional background encompassing Finance, Engineering, Sales, Marketing and Analytics, I am uniquely positioned to lead with a results-oriented collaborative plan for success.

Experience​

  • UPS

    UPS​

    5 years

    • Procurement Marketing and Sales Operations Manager​

      Jun 2020 - Jan 2024 3 years 8 months
      Tennessee, United States
      Spearheaded the relaunch of the invitation-only UPS Procurement Services Group Purchasing Organization (GPO), focused on specific catalog commodities and services for companies with more than $50M in annual sales.

      Subject matter expert (SME) responsible for the design of program infrastructure using Salesforce and Pardot for sales pipelines, marketing, analytics and reporting. Negotiated high-value supplier contracts, optimized program revenue and benefits for GPO customers. Developed…Show more

    • Supply Chain Optimization Senior Analyst​

      Nov 2017 - Jun 2020 2 years 8 months
      Tennessee, United States
      Contributed to the improvement of supply chains for Enterprise and SMB retail clients through facilitated business modeling sessions and strategic multi-modal data modeling. Created proposals, managed sales cycle, execution of projects and guided implementation of recommendations.

      Engagements supported by multi-scenario analyses utilizing advanced supply chain analysis and business intelligence (BI) tools. Comprehensive strategies ensured solutions were tailored to the immediate needs…Show more

    • Business Solutions Consultant​

      May 2011 - Oct 2017 6 years 6 months
      Knoxville, TN
      Consultative service provider specializing in examination of client supply chains to improve fulfillment costs and competitive market positions. Authored client specific statements of work formalizing recommendations with a focus on service and technology solutions to reduce client-side operating costs and service metrics while protecting UPS parcel shipping margins. Led and supported multiple innovation teams; results incorporated into corporate products and services.

    • Industrial Engineering Supervisor​

      Jul 2004 - May 2011 6 years 11 months
      Knoxville, Tennessee Area
      Authored work measurement and operational plans for 4 primary and 32 satellite facilities to maximize facility utilization. Executed network impact analyses and produced customer specific operating plans to ensure compliance with customer specific service level agreements for on time delivery.

      Developed business intelligence (BI) solution to identify automation defects, leading to local reduction of automation defects 60% and generating $160,000 in annual savings; solution integrated…Show more

    • Scanning Applications Supervisor​

      Jan 1998 - Jun 2004 6 years 6 months
      Knoxville, TN
      Managed teams across facilities and coordinated the deployment of next-generation scanning technology across UPS facilities in the Southeastern US; Subject Matter Expert (SME) providing hands-on training for end users on both equipment, software and best practices.

      Forged strategic alliances with technical and facility support groups, local operations management teams and independent contractors to meet goals ahead of implementation deadlines and within budget.

    • International Finance and Accounting Supervisor​

      1996 - Dec 1998 2 years
      Domestic / International Assignments
      Project Supervisor for the design of import and export billing systems
      in Europe and Asia. Primary responsibilities included defining functional requirements through collaborative engagement of native, country specific, subject matter experts, developing best practices and documenting work measurement processes.

      Provided group/individual training with test and production data to end users in Europe and Asia. Successfully supported conversion efforts from separate and distinct systems…Show more

    • Domestic Finance and Accounting Supervisor​

      1991 - 1996 5 years
      Tennessee, United States
      Managed and improved Billing and Accounts Receivable department processes, oversaw the weekly billing process for a portfolio of 10,000 accounts totaling over $3 million. Revitalized customer payment plans resulting in an increase of $64,000 in net deposits.

      Managed team of 16; attained distinction as the most effective Billing department within the UPS Region and named by leadership as the primary point of contact for billing-related matters throughout the region, upholding a…Show more
 
What'dyabringmetoday???

What'dyabringmetoday???

Well-Known Member
anonymous23456 said:
I guess this guy who wrote that made a good story.

Keith Poveda​


With a rich 33-year tenure with UPS, I've honed my skills as a seasoned relationship builder and trusted advisor, fostering connections with customers, colleagues, and leadership alike. My expertise lies in developing and executing financial and logistics strategies in a broad range of company verticals.

As I transition from UPS in January 2024, I am eager to bring my wealth of experience to a new professional venture. My commitment is to forge partnerships that deliver high value to customers and drive profitable growth for the company I join.

With BS and MIS degrees coupled with a diverse professional background encompassing Finance, Engineering, Sales, Marketing and Analytics, I am uniquely positioned to lead with a results-oriented collaborative plan for success.

Experience​

  • UPS

    UPS​

    5 years

    • Procurement Marketing and Sales Operations Manager​

      Jun 2020 - Jan 2024 3 years 8 months
      Tennessee, United States
      Spearheaded the relaunch of the invitation-only UPS Procurement Services Group Purchasing Organization (GPO), focused on specific catalog commodities and services for companies with more than $50M in annual sales.

      Subject matter expert (SME) responsible for the design of program infrastructure using Salesforce and Pardot for sales pipelines, marketing, analytics and reporting. Negotiated high-value supplier contracts, optimized program revenue and benefits for GPO customers. Developed…Show more

    • Supply Chain Optimization Senior Analyst​

      Nov 2017 - Jun 2020 2 years 8 months
      Tennessee, United States
      Contributed to the improvement of supply chains for Enterprise and SMB retail clients through facilitated business modeling sessions and strategic multi-modal data modeling. Created proposals, managed sales cycle, execution of projects and guided implementation of recommendations.

      Engagements supported by multi-scenario analyses utilizing advanced supply chain analysis and business intelligence (BI) tools. Comprehensive strategies ensured solutions were tailored to the immediate needs…Show more

    • Business Solutions Consultant​

      May 2011 - Oct 2017 6 years 6 months
      Knoxville, TN
      Consultative service provider specializing in examination of client supply chains to improve fulfillment costs and competitive market positions. Authored client specific statements of work formalizing recommendations with a focus on service and technology solutions to reduce client-side operating costs and service metrics while protecting UPS parcel shipping margins. Led and supported multiple innovation teams; results incorporated into corporate products and services.

    • Industrial Engineering Supervisor​

      Jul 2004 - May 2011 6 years 11 months
      Knoxville, Tennessee Area
      Authored work measurement and operational plans for 4 primary and 32 satellite facilities to maximize facility utilization. Executed network impact analyses and produced customer specific operating plans to ensure compliance with customer specific service level agreements for on time delivery.

      Developed business intelligence (BI) solution to identify automation defects, leading to local reduction of automation defects 60% and generating $160,000 in annual savings; solution integrated…Show more

    • Scanning Applications Supervisor​

      Jan 1998 - Jun 2004 6 years 6 months
      Knoxville, TN
      Managed teams across facilities and coordinated the deployment of next-generation scanning technology across UPS facilities in the Southeastern US; Subject Matter Expert (SME) providing hands-on training for end users on both equipment, software and best practices.

      Forged strategic alliances with technical and facility support groups, local operations management teams and independent contractors to meet goals ahead of implementation deadlines and within budget.

    • International Finance and Accounting Supervisor​

      1996 - Dec 1998 2 years
      Domestic / International Assignments
      Project Supervisor for the design of import and export billing systems
      in Europe and Asia. Primary responsibilities included defining functional requirements through collaborative engagement of native, country specific, subject matter experts, developing best practices and documenting work measurement processes.

      Provided group/individual training with test and production data to end users in Europe and Asia. Successfully supported conversion efforts from separate and distinct systems…Show more

    • Domestic Finance and Accounting Supervisor​

      1991 - 1996 5 years
      Tennessee, United States
      Managed and improved Billing and Accounts Receivable department processes, oversaw the weekly billing process for a portfolio of 10,000 accounts totaling over $3 million. Revitalized customer payment plans resulting in an increase of $64,000 in net deposits.

      Managed team of 16; attained distinction as the most effective Billing department within the UPS Region and named by leadership as the primary point of contact for billing-related matters throughout the region, upholding a…Show more
Click to expand...
So Tennessee is in Delaware?
 
Pullman Brown

Pullman Brown

Well-Known Member
anonymous23456 said:
I guess this guy who wrote that made a good story.

Keith Poveda​


With a rich 33-year tenure with UPS, I've honed my skills as a seasoned relationship builder and trusted advisor, fostering connections with customers, colleagues, and leadership alike. My expertise lies in developing and executing financial and logistics strategies in a broad range of company verticals.

As I transition from UPS in January 2024, I am eager to bring my wealth of experience to a new professional venture. My commitment is to forge partnerships that deliver high value to customers and drive profitable growth for the company I join.

With BS and MIS degrees coupled with a diverse professional background encompassing Finance, Engineering, Sales, Marketing and Analytics, I am uniquely positioned to lead with a results-oriented collaborative plan for success.

Experience​

  • UPS

    UPS​

    5 years

    • Procurement Marketing and Sales Operations Manager​

      Jun 2020 - Jan 2024 3 years 8 months
      Tennessee, United States
      Spearheaded the relaunch of the invitation-only UPS Procurement Services Group Purchasing Organization (GPO), focused on specific catalog commodities and services for companies with more than $50M in annual sales.

      Subject matter expert (SME) responsible for the design of program infrastructure using Salesforce and Pardot for sales pipelines, marketing, analytics and reporting. Negotiated high-value supplier contracts, optimized program revenue and benefits for GPO customers. Developed…Show more

    • Supply Chain Optimization Senior Analyst​

      Nov 2017 - Jun 2020 2 years 8 months
      Tennessee, United States
      Contributed to the improvement of supply chains for Enterprise and SMB retail clients through facilitated business modeling sessions and strategic multi-modal data modeling. Created proposals, managed sales cycle, execution of projects and guided implementation of recommendations.

      Engagements supported by multi-scenario analyses utilizing advanced supply chain analysis and business intelligence (BI) tools. Comprehensive strategies ensured solutions were tailored to the immediate needs…Show more

    • Business Solutions Consultant​

      May 2011 - Oct 2017 6 years 6 months
      Knoxville, TN
      Consultative service provider specializing in examination of client supply chains to improve fulfillment costs and competitive market positions. Authored client specific statements of work formalizing recommendations with a focus on service and technology solutions to reduce client-side operating costs and service metrics while protecting UPS parcel shipping margins. Led and supported multiple innovation teams; results incorporated into corporate products and services.

    • Industrial Engineering Supervisor​

      Jul 2004 - May 2011 6 years 11 months
      Knoxville, Tennessee Area
      Authored work measurement and operational plans for 4 primary and 32 satellite facilities to maximize facility utilization. Executed network impact analyses and produced customer specific operating plans to ensure compliance with customer specific service level agreements for on time delivery.

      Developed business intelligence (BI) solution to identify automation defects, leading to local reduction of automation defects 60% and generating $160,000 in annual savings; solution integrated…Show more

    • Scanning Applications Supervisor​

      Jan 1998 - Jun 2004 6 years 6 months
      Knoxville, TN
      Managed teams across facilities and coordinated the deployment of next-generation scanning technology across UPS facilities in the Southeastern US; Subject Matter Expert (SME) providing hands-on training for end users on both equipment, software and best practices.

      Forged strategic alliances with technical and facility support groups, local operations management teams and independent contractors to meet goals ahead of implementation deadlines and within budget.

    • International Finance and Accounting Supervisor​

      1996 - Dec 1998 2 years
      Domestic / International Assignments
      Project Supervisor for the design of import and export billing systems
      in Europe and Asia. Primary responsibilities included defining functional requirements through collaborative engagement of native, country specific, subject matter experts, developing best practices and documenting work measurement processes.

      Provided group/individual training with test and production data to end users in Europe and Asia. Successfully supported conversion efforts from separate and distinct systems…Show more

    • Domestic Finance and Accounting Supervisor​

      1991 - 1996 5 years
      Tennessee, United States
      Managed and improved Billing and Accounts Receivable department processes, oversaw the weekly billing process for a portfolio of 10,000 accounts totaling over $3 million. Revitalized customer payment plans resulting in an increase of $64,000 in net deposits.
      Managed team of 16; attained distinction as the most effective Billing department within the UPS Region and named by leadership as the primary point of contact for billing-related matters throughout the region, upholding a…Show mor
Click to expand...

Why don’t you email Tome and express your concerns! What the heck can we do about it?
 
P

PoirotAtUPS

Well-Known Member
oldngray said:
When was UPS headquarters in Delaware? Started in Seatle, moved to Connecticut, then moved to Atlanta.
Click to expand...
Fair point - still incorporated in Delaware but has never been headquartered there - it is astute posts like this that should remind UPS management of a certain tenure of the value of a good Hines story.
 
Commercial Inside Release

Commercial Inside Release

Well-Known Member
Delaware as well as Nevada are beneficial states to incorporate. I know Nevada requires an office there, Delaware probably, too.

Office can be a meeting room at a lawyers place, or some rental space at a business incubator.
 
A

anonymous23456

Well-Known Member
The guy is wrong about where the headquarter is. It is surprising but I don't really care.

-------------------------------------------------------------------------------------------------------------------------

ARTICLE I. Offices. Section 1. Registered Office. The registered office of United Parcel Service, Inc. (hereinafter called the Corporation), in the State of Delaware, shall be in the City of Wilmington, County of New Castle, or at such other location within the State of Delaware as determined by the Board of Directors of the Corporation. The Corporation’s registered agent in Delaware shall be Corporation Service Company, subject to change by the Board of Directors which may by resolution appoint, or change, the Corporation’s registered agent in Delaware in the manner and to the extent permitted by Delaware law. Section 2. Other Offices. The Corporation may also have an office or offices at such other place or places either within or outside the State of Delaware as the Board of Directors may from time to time determine or the business of the Corporation requires.
 
Pullman Brown

Pullman Brown

Well-Known Member
anonymous23456 said:
The guy is wrong about where the headquarter is. It is surprising but I don't really care.

-------------------------------------------------------------------------------------------------------------------------

ARTICLE I. Offices. Section 1. Registered Office. The registered office of United Parcel Service, Inc. (hereinafter called the Corporation), in the State of Delaware, shall be in the City of Wilmington, County of New Castle, or at such other location within the State of Delaware as determined by the Board of Directors of the Corporation. The Corporation’s registered agent in Delaware shall be Corporation Service Company, subject to change by the Board of Directors which may by resolution appoint, or change, the Corporation’s registered agent in Delaware in the manner and to the extent permitted by Delaware law. Section 2. Other Offices. The Corporation may also have an office or offices at such other place or places either within or outside the State of Delaware as the Board of Directors may from time to time determine or the business of the Corporation requires.
Click to expand...
“I don’t care” followed by the article justifying former employees corporate location.

giphy-downsized.gif
 

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